Shop Floor Control

Manufacturing Resources Planning week - 13

Information Barriers
Manufacturing Network
Interdependencies
System Scope Scalability
 ERP - MES - SFC

• Enterprise Resource Planning (ERP)

• Manufacturing Execution System (MES)
• Shop Floor Control (SFC)
ERP - MES - SFC
ERP - MES - SFC
 ERP - MES - SFC
Enterprise
Resource Planning
Business Planning and
(ERP)
Logistics
Level 4

Manufacturing
Execution Manufacturing
Level 3
System Operations & Control
(MES)

Process
Control
Shop Floor
Control
(SFC) Level 0,1,2
ERP - MES - SFC
LEVEL 4:
Establishing the basic plant schedule –
LEVEL 3:
production, material use, delivery and shipping;
Work flow, recipe control to produce the
Determining inventory level
desired end products; Maintaining records
Time frame : months, weeks, days
and optimizing the production process.
LEVEL 2: Time frame : days, shifts, hours, minutes
Monitoring, supervisory control and
automated control of the production
process LEVEL 1:
Time frame : minutes, seconds Sensing the production
process and manipulating it
Time frame : minutes,
seconds, miliseconds

LEVEL 0:
The actual production process
Time frame : minutes, seconds,
miliseconds
 Production Planning and Shop
Floor
Resource
planning
Control
Sales and operations
planning
Demand
management

Master production
scheduling

Detailed capacity Detailed material

planning planning

Material and
capacity plans

Order release Purchasing

Shop-floor scheduling Vendor scheduling

and control (SFC) and follow-up
 Purchasing and Shop Floor
Control
• Purchasing is responsible for establishing and
controlling flow of raw materials into the factory
• Shop Floor Control is responsible for planning &
controlling flow of work through the factory
Work Flow Control
WIP Throughput
Tracking Tracking

Status Work Flow Work

Monitoring Control Forecasting

Capacity Quality
Feedback Control
 Work Flow Control
• Status monitoring
• the state of resources (inactive, idle, busy, failed)
• the state of order (queue, in progress, done, postponed, cancelled)
• Throughput tracking
• Elapsed orders
• Remaining orders
• WIP tracking
• Locates the order progress
• Estimates remaining time for completion
• Indicates imbalanced production (insufficient capacity of bottleneck)
 Work Flow Control

• Quality control
• Performance and reliability of process
• Quality of products, including defect rate
• Capacity feedback
• Scheduled time and utilization
• Available time and excess capacity
• Work forecasting
 Shop Floor Control

• Schedule and monitor day-to-day production at the factory,

• Reviewed and revised daily
• Also called production activity control (PAC)
• Performed by production control department
• Loading - check availability of material, machines, and labor
• Scheduling - release work orders to shop and issue dispatch lists for production lines,
machines and labor

• Dispatching - implement the schedule taking into account the current status of the
production system (orders releasing)

• Monitoring - maintain progress reports on each job until it is complete

Shop Floor Control Platform

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Illustration of Shop Floor
Control
Data Flow in Shop Floor
Control
 LOADING
Shop Floor Control DISPATCHING
Tooling available Job selection
Material available Job assignment
Machine available Priority control
Labor available Setup & exchange
Assignment & utilization SHOP Process execution
FLOOR
CONTROL
SCHEDULING MONITORING
Sequencing WIP track
Lot splitting Progress monitor
Route changing Quality control
Method engineering Troughput evaluate
Overlapping FEEDBACK Completion estimate

Status reporting
Performance achievement
Deviations
Unexpected matter
Changed situation
Loading
 Loading

• Notice the work order releases from monthly

or weekly production planning
• Check availability of material, machines, and
labor
• Process of assigning work to available
resources
• Perform work with most efficient resources
 Loading - Basic Input
• Routing specifies the operation, its duration, and the work center
performing the work
• Lead times typically consist of four elements
• Run time
• Setup time
• Loading-unloading time
• Transfer and handling time
• Inventory and purchasing order presents the availability of material
• Availability of resources are illustrated by :
• On-going schedule or previous schedule
• Maintenance schedule
• Employee leave calendar
 Loading - Assignment

• Use assignment method of operation research to

determine
1. Perform allocation
row reductions 4. If number of lines equals number of
– subtract minimum value in each row rows in matrix, then optimum
• Hungarian
from Algorithm
all other row values solution has been found. Make
2. Perform column reductions assignments where zeros appear
– subtract minimum value in each ‾ Else modify matrix:
column from all other column values ‾ subtract minimum uncrossed value
3. Cross out all zeros in matrix from all uncrossed values
– use minimum number of horizontal
‾ add it to all cells where two lines
and vertical lines intersect
‾ other values in matrix remain
unchanged
5. Repeat steps 3 and 4 until
optimum solution is reached
 Loading - Assignment
Order
Resource O1 O2 O3 O4
R1 • Initial Matrix
10 5 6 10
R2 6 2 4 6
R3 7 6 5 6
R4 9 5 4 10

Order
Resource O1 O2 O3 O4
R1 5 0 1 5
R2
R3
• Row Reduction
4
2
0
1
2
0
4
1
R4 5 1 0 6
 Loading - Assignment
Order
Resource O1 O2 O3 O4
R1 • Column reduction
3 0 1 4
R2 2 0 2 3
R3 0 1 0 0
R4 3 1 0 5

Order
Resource O1 O2 O3 O4
R1 3 0 1 4
R2
R3
• Cover all zeros
2
0
0
1
2
0
3
0 +2
R4 3 1 0 5
 Loading - Assignment
Order
Resource O1 O2 O3 O4
R1 • Modify Matrix
3 0 1 4
R2 2 0 2 3
R3 2 3 2 2
R4 3 1 0 5

Order
Resource O1 O2 O3 O4
R1 1 0 1 2
R2
R3
• Cover all zeros
0
0
0
3
2
2
1
0
R4 1 1 0 3
 Loading - Assignment
Order
Resource O1 O2 O3 O4
R1 • Final Matrix
1 0 1 2
R2 0 0 2 1
R3 0 3 2 0
R4 1 1 0 3

Order
Resource O1 O2 O3 O4
R1 10 5 6 10
R2
R3
• Solution
6
7
2
6
4
5
6
6
R4 9 5 4 10
Loading - Assignment
 Shop Loading

• The allocation of jobs to work centers is called shop loading

• Loading methods :
• Infinite loading – It does not take into consideration the
limited capacity of the facility. Scheduling with
unlimited capacity
• Finite loading – assigns jobs to work centers without
regard to capacity limitations. Scheduling with limited
capacity. It takes into consideration the limited capacity
of each work center.
 Shop Loading

• Infinite loading
• Assigns jobs to work centers without regard to capacity
• Unless excessive capacity exists, long queues occur
• Finite loading
• Uses work center capacity to schedule orders
• Popular scheduling approach
• Integral part of CRP
 Shop Loading
INFINITE LOADING (without regard for capacity)

over Capacity

under

1 2 3 4 5 6 Time period
 Shop Loading
FINITE LOADING (never to exceed capacity)

Capacity

1 2 3 4 5 6 Time perid
Scheduling
 Scheduling

• Developing detailed schedule based on timely

knowledge and data which will ensure that all the
production requirements are fulfilled
• Allocating orders, equipment, and personnel to
work center or other specified locations
 Scheduling Objectives

• Meet the due dates • Minimize overtime

• Minimize lateness • Maximize machine or
• Minimize response labor utilization
time • Minimize idle time
• Minimize completion • Minimize work-in-
time process inventory
• Minimize time in the
system
 Scheduling Performance
Measures
• Flow time (completion time)
• Time for a job to flow through system
• Makespan
• Time for a group of jobs to be completed
• Tardiness
• Difference between a late job’s due date and its completion time
• Number of tardy jobs
• The number of late jobs exceed due date
 Resource or Time Constrained
Approach
• ASAP (as soon as possible) or ALAP (as late as possible)
• List scheduling
• Force directed algorithms
• Path based
• Enumerative methods
• Heuristic algorithm
• Heuristic search techniques (percolation algorithms, simulated annealing,
tabu search, genetic algorithm, artificial intelligence and others)
• Analytical models (linear programming, dynamic programming, queueing
model, simulation)
 Priority Rule of Scheduling
• FCFS - first-come, first-served
• LCFS - last come, first served
• CUSTPR - highest customer priority
• SETUP - similar required setups
• SPT - shortest processing time
• LPT - longest processing time
• EDD - earliest due date
• SLACK - Minimum slack
• CR - smallest critical ratio
• Random order
 Priority Rule of Scheduling
Slack = time remaining – processing time

• Minimum
= (due date – today’s date) – processing time
Slack

time remaining
Critical Ratio =
processing time
• Smallest= Critical
(due date Ratio
– today’s date)
processing time
 Forward - Backward
Scheduling
There are two scheduling techniques to assigning due dates to
specific jobs:
۞ Forward scheduling – an
approach to scheduling that starts from the
present time and schedules each job to start at the earliest possible
moment.
• Advantages: time buffers,
• Disadvantages: increase work in process inventory
۞ Backward scheduling – an
approach to scheduling that starts from desired
due date and works backward.
• Advantages: decrease the work in process inventory;
• Disadvantages: no time buffers
 Forward - Backward
Scheduling
• Forward scheduling
• Jobs are given earliest available time slot in operation
• excessive WIP usually results
• Backward scheduling
• Start with promise date and work backward through
operations reviewing lead times to determine when a
job has to pass through each operation
• Less WIP but must have accurate lead times
 Forward - Backward
Scheduling
Forward Scheduling Backward Scheduling

B E B E

Today Due Date Today Due Date

 Gantt Chart

• Visual scheduling tool

• Graphical representation of scheduling information
• Show dependencies between tasks, personnel, and
other resources allocations
• Track progress towards completion
 Task 1
Gantt Chart
Less Information of Resources Multi stage with Parallel Resources each Stage
duration
Task 2
Resource 3 J3 J6 J8
Task 3
Resource 2 J2 J5 J7
Time Resource 1 J1 J4 J9
Serial Resources
Resource 3 J1 J2 Time
Resource 2 J1 J2
Resource 1 J1 J2
Resource 3 J3 J4
Time
Parallel Resources Resource 2 J2 J6 J7
Resource 3 J3 J6 J8 Resource 1 J1 J5 J8 J9
Resource 2 J2 J5 J7
Time
Resource 1J1 J4 J9

Time
 Gantt Chart

• Task Dependencies :
• Start to Start (SS). Predecessor must start before
Successor can start.
• Finish to Start (FS). Predecessor must finish before
Successor can start.
• Start to Finish (SF). Predecessor must start before
Successor can finish.
• Finish to Finish (FF). Predecessor must finish before
Successor can finish.
Gantt Chart
 Gantt Chart

• Lag is the amount of time whereby a successor

activity will be delayed with respect to a
predecessor activity.
• Lead is the amount of time whereby a successor
activity can be advanced with respect to a
predecessor activity.
Dispatching
 Dispatching

• Dispatching is sending the order to a particular

resource or destination for a particular reason to
execute and finish it quickly and efficiently without
wasting time.
• It implements the schedule taking into account the
current status of the production system
 Dispatching Rule

• Local rule. It is concerned with the local available information.

• Global rule. It is used to dispatch jobs using all information
available on the shop floor.
• Static rule. It do not change over time, and ignore the status of
the shop floor.
• Dynamic rule. It is time dependent, and change according to the
status of the shop floor.
• Forecast rule. It is used to give priority to jobs according to what
the job is going to come across in the future and according to the
situation at the local machine.
Timely Production Board
To Do List Board
Monitoring
 Monitoring

• Information System
• Performance Dashboard
• Gantt Chart
Information System
Performance Dashboard
Gantt Chart
It’s end of slides…

… Any question ?
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